For a middle market PE firm, Quantum conducted operational assessments of 3 highly specialized aerospace electronics companies. For each target, Quantum assessed the stand alone improvement opportunities in manufacturing, supply chain, organization and G&A. We also assessed potential synergies in a roll up scenario integrating with other targets under consideration.
For a $3B diversified aerospace manufacturer, conducted operational due diligence and detailed pre-close planning for the acquisition and integration of a North American aerospace manufacturer with 2 plant locations. The Quantum team assessed synergies in manufacturing, organization and G&A. Developed a detailed plan to move production to the buyer’s manufacturing locations and transition to an integrated organization. Quantum has been retained to lead the integration
For a $750M global chemicals company (metal working fluids, lubricants, coatings) led a global diligence for the acquisition of a similar sized global competitor. The Quantum team acted as a trusted adviser to the buyer’s Executive team, managed other diligence providers, and guided the effort in assessment of opportunities and risks in global manufacturing, sourcing, organization, SG&A and commercial integration.
For a $700M global chemicals company, led the diligence for the acquisition of a $350M global specialty chemicals manufacturer (coatings and colorants). The Quantum team worked closely with the bidder’s management team to assess synergies in manufacturing, sourcing, supply chain and G&A. Conducted global site visits, developed footprint rationalization scenarios, developed integrated organization structure, assessed combined sourcing synergies and potential SG&A reductions
For a $500M medical products manufacturer and distributor, conducted diligence on the acquisition of a $200M device manufacturer and supplier. Identified the operational impact of the vertical integration strategy and quantified synergies in manufacturing, sourcing, supply chain and G&A.
Operational Due Diligence on a $8B specialty retail take private transaction for 2 very large PE firms jointly bidding on the deal. ODD identified $200+M in EBITDA improvements through sourcing and merchandising initiatives, and efficiencies in store operations, supply chain, e-commerce and G&A.
For 2 oil services companies who were direct competitors evaluating a merger, we conducted a clean room diligence to confidentially assess synergy potential in global operations. Maintained strict confidentiality of both parties’ data, worked interactively with both companies to evaluate synergies in asset utilization, organization rationalization, facilities and sourcing.
For an aerospace and defense semi-conductor manufacturer, conducted diligence and detailed pre-close planning for the acquisition and integration of a carve out of the micro-electronics division from a parent company. Developed detailed work plan and one time costs for moving the manufacturing plant and headquarters to a new location, and estimated EBITDA impact.
Operational Due Diligence of a $2B specialty paper and plastics products manufacturer that had grown quickly through acquisitions and had 30+ plants. Assessed opportunities in manufacturing footprint consolidation, Lean improvements, indirect sourcing and supply chain. Critically evaluated seller’s claims on footprint and manufacturing initiatives, which helped the PE firm to calibrate their interests in the target.
For a $1B branded retail cosmetic manufacturer being carved out from a large parent, assessed the operational impacts as a standalone. Estimated the impact of loss of leverage in sourcing and distribution, offset by reductions in corporate overheads, and operational improvements.
Operational Due Diligence on the global carve out of a $1B specialty coatings manufacturer. Identified $60M in EBITDA improvements from manufacturing efficiencies, footprint consolidation, strategic sourcing and G&A reduction.
For a PE owned $450M HVAC service provider, evaluated the synergy potential for merger with a loss making direct competitor to be carved out from a parent. This was an exclusive look. Developed a turnaround plan including a detailed branch rationalization model, a joint branding and advertising program and sourcing leverage. Estimated EBITDA improvement potential, months to turnaround and cash flow model as input to a bidding strategy.
Commercial and operational due diligence of a $200M contract food manufacturer serving military and commercial channels. Assessed and validated growth projections in new product introductions with branded food manufacturer programs. Assessed improvement potential in manufacturing operations. Developed revenue and EBITDA forecasts.
Exclusive Operational Due Diligence on a $200M high growth CO2 distributor. Identified $10M EBITDA improvement potential through field operations improvements, sales force effectiveness and sourcing.
For a PE owned $12B food services distributor implemented a multi-year operational improvements program to improve EBITDA by $60M through standardizing operating practices in DCs, route optimization, increased backhauls and other operational improvements.
For a PE owned $200M retail refrigeration services company with a large field workforce, implemented a comprehensive productivity management program across 2 business units to improve productivity, track construction work progress, improve bidding and manage exceptions. Improved EBITDA by 200 bps which was instrumental in the sale of the company to another PE firm.
Operational Due Diligence, pre-close panning and post-close program management for acquiring and integrating a $50M Mexican specialty manufacturer and moving production to the buyer’s plant in USA.
Operational Due Diligence of a $450M Medical distributor being carved out from a parent company. Identified $8M EBITDA improvement through Sourcing, Private label and supply chain efficiencies.
For a $800M global specialty chemicals manufacturer with significant excess capacity and declining markets, developed a detailed business case and plan to rationalize its manufacturing capacity. Modelled multiple scenarios based on cost/benefits, market and competitive impacts and recommended a best fit scenario for implementation.
For a large transportation equipment manufacturer looking to build technology capabilities, conducted commercial and operational due diligence on the acquisition of a rail and logistics software company. Validated market potential and growth assumptions.
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